Developing the next generation of business leaders
Isobel Tynan, Head of Learning & Development with A&L Goodbody, provides a case study of a successful initiative that sought to make all round business leaders of the firm’s technical legal experts. In 2007 and 2008, A&L Goodbody’s work in employee training and development received an outstanding achievement award at the Irish Institute of Training & Development’s (IITD) National Training Awards.
In 2007, A&L Goodbody, Ireland’s leading law firm, and the UCD Smurfit School of Business, Ireland’s leading business college, entered into a collaborative project to deliver a customised executive education programme to a select group of middle-management lawyers. The resultant initiative was the first of its kind for law firms in Ireland.
Aimed at producing the next generation of legal and business leaders, 15 senior lawyers from A&L’s Dublin and Belfast offices participated in the inaugural, three-day, on-site programme which took place in May at the UCD Smurfit School in Blackrock.
Diagnosing needs and appetite for change
From our development needs analysis we identified a gap in the professional development requirements of a group of our senior people, the same people who would ultimately become the organisation's next generation of business leaders.
We wanted to develop our people, and help them make the transition from being a technical expert to becoming an organisational leader (with responsibilities including managing and leading teams; delivering on very large projects; and managing client relationships).
We were looking for a programme that would successfully bridge the gap between classroom-based learning and on-the-job application. We decided that customised executive education (a programme run on-campus and co-designed with input from the UCD Smurfit Business School and our internal experts) would best meet our needs. While typical executive education programmes cover core business and management subjects, we believed that customising the programme content using a combination of faculty and internal facilitators would provide an even stronger offering for participants.
The A&L Goodbody/Smurfit Associate Executive Education Programme was developed following an in-depth assessment of business school providers and facilitators across Ireland and the UK, as well as research into similar partnerships abroad. The programme was specifically designed to address the needs of our lawyers who will most likely be leading the firm going forward by helping them to better connect with clients on strategic and business issues.
Although we already have a very robust framework of development programmes in place for people at various stages of their careers, the firm believed that the new Executive Education Programme needed to focus on the next generation of business leaders. Many training and development programmes are aimed at either graduates/junior staff or explicitly at the more senior staff. In this case the emphasis was placed on assisting middle managers to build their leadership potential and skills.
In May this year 15 lawyers undertook the programme with the chief aim of developing the abilities and competencies to make the transition from being a technical legal expert to becoming an organisational leader.
Designing innovative interventions integrated with personal coaching
From an early stage we had well-defined ideas about how we would engage with UCD Smurfit Business School in order to provide the most effective programme possible. To that end we worked in close consultation with the business school in co-designing the programme to our specific requirements while taking guidance from the School in relation to what is known to work from their experience.
According to Dr Philip Matthews, Director of the Executive Education Programmes at the UCD Smurfit Business School, programmes like this one are significant because they specifically address needs that have been highlighted by individual companies.
‘It is a process which requires us to have dialogue with companies and to discuss the types of business dilemma which they experience so that we can deal with those needs by providing the necessary skills and competencies. Within the context of those general aims, programmes were tailored to meet the specific needs of A&L in a marketing and professional services environment. And, in the case of A&L Goodbody in particular, we looked at legal management transactions and how that could be improved,’ he said.
Prior to attending the programme, participants completed a Myers-Briggs Type Indicator questionnaire so as to establish their preferred individual communication style, and each was given one-to-one feedback on their results in order to begin a discussion on their individual learning goals.
Along with significant input and co-design with the UCD Smurfit Business School on the programme content, senior A&L Goodbody personnel also shared their expert knowledge with the School programme facilitators.
Changing behaviours
The Executive Education Programme syllabus was designed to be extremely practical with a major ‘live’ online component, case studies, and interaction with clients and industry experts. The format was designed to be as interactive as possible and participants were encouraged to use their time on campus to network with colleagues from different departments and learn from each other’s perspectives.
Another new departure for us was the creation of an online learning resource for the Executive Education Programme. This meant that as well as being able to access all programme resources online including pre-reading, presenters’ slides, and handouts; the recordings of presentations were built into the programme for participants to post and respond to relevant discussion topics online. This proved an innovative means of reinforcing the group’s opportunity to learn from each other and to continue to discuss and apply what they took from the programme back to the workplace.
Simulation of business situations and case studies from other companies that had done similar development programmes were also included on the syllabus. A number of clients also agreed to speak to the participants about their experiences dealing with the company. For those who attended, it also provided the chance to meet people who they might not normally engage with from within and without A&L Goodbody.
From our perspective, the executive education programme represented a significant time and cost investment in our people.
Measurement of results
Follow-up at different stages of the process was necessary to ensure that the programme has had an impact on those that participated. Immediately after the 3-day course indicators pointed towards a good outcome for all involved.
The firm undertook an immediate feedback session to see how people felt they would do things differently as a result of skills developed on the programme. Participants said they found the programme invaluable. They particularly appreciated the off-campus elements, and the opportunity to work with others from across the firm who they don’t normally get to liaise with.
Prior to the course, participants and their line managers were briefed on the objectives of the programme and how to get the best from it. Time was built into the programme for participants to evaluate each module at the end of the day and to identify and share with colleagues specific actions they would apply. Participants were also encouraged to keep a personal log. At the end of the programme, each individual had created an action plan to take back to work and discuss with their line managers and the training and development personnel. From feedback collated shortly after the programme, participants were successfully applying aspects of what they had learned. We also had a follow up forum six weeks after the programme where participants shared how they were applying what they took from the programme.
Following the success of the initiative the three day course will run again for 15 more A&L employees in 2009.
